X-Teams

How To Build Teams That Lead, Innovate, And Succeed

Business & Finance, Economics, Development & Growth, Management & Leadership, Leadership
Cover of the book X-Teams by Deborah Ancona, Henrik Bresman, Harvard Business Review Press
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Author: Deborah Ancona, Henrik Bresman ISBN: 9781422148068
Publisher: Harvard Business Review Press Publication: May 17, 2007
Imprint: Harvard Business Review Press Language: English
Author: Deborah Ancona, Henrik Bresman
ISBN: 9781422148068
Publisher: Harvard Business Review Press
Publication: May 17, 2007
Imprint: Harvard Business Review Press
Language: English

Why do good teams fail? Very often, argue Deborah Ancona and Henrik Bresman, it is because they are looking inward instead of outward. Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that what’s needed--and what works--is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible membership.

The authors highlight that X-teams not only are able to adapt in ways that traditional teams aren’t, but that they actually improve an organization’s ability to produce creative ideas and execute them-increasing the entrepreneurial and innovative capacity within the firm. What’s more, the new environment demands what the authors call “distributed leadership,” and the book highlights how X-teams powerfully embody this idea.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

Why do good teams fail? Very often, argue Deborah Ancona and Henrik Bresman, it is because they are looking inward instead of outward. Based on years of research examining teams across many industries, Ancona and Bresman show that traditional team models are falling short, and that what’s needed--and what works--is a new brand of team that emphasizes external outreach to stakeholders, extensive ties, expandable tiers, and flexible membership.

The authors highlight that X-teams not only are able to adapt in ways that traditional teams aren’t, but that they actually improve an organization’s ability to produce creative ideas and execute them-increasing the entrepreneurial and innovative capacity within the firm. What’s more, the new environment demands what the authors call “distributed leadership,” and the book highlights how X-teams powerfully embody this idea.

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